KENT LAWRENCE M.

LORDAN ENGINEERING MANAGEMENT

BSCE III BLOCK 1 DATE SUBMITTED: 10/14/20 (9:00 pm)

Questions for Review and Discussion

1. Why is motivating relevant to the job of the engineer manager?

- As an engineer manager, motivating is relevant because you must find ways to motivate your employees
in order to encourage productivity and ensure job satisfaction. A manager cannot force an employee to be
successful at his job, but he can motivate him with fair treatment, proper incentives and adequate
compensation.

2. Are motivation techniques applicable to engineers? Cite examples.

-First engineers are people, so they have all of the same emotional issues that “normal” people have. Being
an engineer, i think a engineer doesn’t want any motivation from anyone. He is a motivation in himself,
completing four years of course or presently studying is a work of big deal. Because in today’s date
knowing that there is not sufficient employment compared to the engineers presently, is a brave work to
do. So engineer doesn’t need any motivation, they motivate others. Maybe he would be in his bad times,
but no need to worry, this is the stage of engineering, it makes you a complete package to deal or survive
anywhere in the world.

3. When Maslow insinuated that needs are hierarchical, what does he mean?
- Maslow's hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human
needs, often depicted as hierarchical levels within a pyramid. From the bottom of the hierarchy upwards,
the needs are: physiological, safety, love and belonging, esteem, and self-actualization.

4. What factors are associated with employee satisfaction and dissatisfaction?

-Motivator factors include: achievement, recognition, the job itself, responsibility, promotion and growth.
Hygiene factors include: pay and benefits (compensation), company policy and administration, relationship
with co-workers, supervision, status, job security, working conditions and personal life.

5. What are expectancies and valences? How do they affect performance?

-The Expectancy theory states that employee's motivation is an outcome of how much an individual wants
a reward (Valence), the assessment that the likelihood that the effort will lead to expected performance
(Expectancy) and the belief that the performance will lead to reward (Instrumentality).
6. What is meant by goal setting? What are the components of the goal setting model?
- refers to the process of "improving performance with, objectives, deadlines or quality standard." When
individuals or groups are assigned specific goals, a clear direction is provided and which later motivates
them to achieve these goals. The components of the goal setting models are goal content, goal
commitment, work behavior and feedback aspects.

7. How may an individual be motivated through job design?

- A person will be highly motivated to perform if he is assigned a job he likes. The first requisite, however,
to design jobs that will meet the requirements of the organization and the person who will occupy them.
Job design may be defined as "specifying the tasks that constitute a job for an individual or a group." In
motivating through the use of job design, two approaches may be used: fitting people to jobs or fitting jobs
to people.

8. How may rewards be classified?

- Rewards may be classified into two categories:

1. Extrinsic- those which refer to payoffs granted to the individual by another party. Examples are money,
employee benefits, promotion, recognition, status symbols, praise, etc.

2. Intrinsic rewards- those which are internally experienced payoffs which are self-granted. Examples are a
sense of accomplishment, self-esteem and self-actualization.

9. In what specific activities may employees participate?

- When employees participate in deciding various aspects of their jobs, the personal involvement,
oftentimes, is carried up to the point where the task is completed.

The specific activities identified where employees may participate are as follows:

1. Setting goals

2. Making decisions

3. Solving problems

4. Designing and implementing organizational change

10. What benefits are made possible under flexible work schedules?
- Flexible work is no longer something for only gig workers or freelancers—many “traditional” employers are offering
flexible schedules to their employees as well. As an employer, you might be hesitant to offer flexible scheduling to
your staff. After all, aren’t they the only ones who benefit? While it’s true that employees benefit from flexible
schedules, smart employers know that offering flexible schedules benefits them, too. From being a green company
to having an edge in recruitment and improving diversity, the benefits of flexible work for companies can help your
business stay ahead of the competition.
KENT LAWRENCE M. LORDAN
ENGINEERING MANAGEMENT
BSCE III BLOCK 1
DATE SUBMITTED: 10/14/20 (9:00 pm)

Reaction Paper No. 7

Case 7. BATANGAS POLYTECHNIC COLLEGE: The Morning After (Reaction Paper)

- Engineer Lazaro is contemplating on how she will survive and face the
two serious problems. Engineer Lazaro is facing two serious problems. First
is that she is formulating an immediate solution to the shortage of teachers
in her area of concern, it was stated that there were good Engineers in
their area but they are not attracted by the prospect of teaching
engineering subjects. I think it is better for her to motivate those engineers
in teaching by means of giving reasons or incentives in order to achieve a
good performance and this might motivate these engineers to teach in
their school as professors of the Engineering Department. If she could
motivate these engineers to teach engineering subjects, it will lessen her
concerns or problems. Her second problem was on how to keep the
incumbent ones satisfied with their jobs. Motivation is the process of
activating behavior, sustaining it and directing it toward a particular goal,
which means it is helpful for Engineer Lazaro to use this because it
specifies three stages including activating, sustaining and directing. These
three are very helpful by means of acting through motivating these
incumbent ones to stay in their jobs, motivating them through different
acts of motivation like giving reasons on why should they stay in their jobs
and giving incentives in order to make them perform much better than
their past performances. I would recommend that Engineer Lazaro should
motivate not only the incumbent ones and Engineers who are not attracted
by the prospect of teaching engineering subjects but also she should
motivate herself. Motivation techniques would be a great help in order to
attain or achieve their organization’s goal. By motivating techniques, it
would help especially if the person likes where he is assigned, he would
perform well because he is highly motivated.
KENT LAWRENCE M. LORDAN ENGINEERING MANAGEMENT

BSCE III BLOCK 1 DATE SUBMITTED: 10/14/20 (9:00 pm)

Questions for Review and Discussion

1. What is leading? Why is it important to the engineer manager ?

- Leading is that management function which "involves influencing others to engage in the work behaviors
necessary to reach organizational goals". The definition indicates that a person or a group of persons
tasked with managing a group must assume the role performed by leaders. One of the most important
skills of successful engineering managers is the ability to lead a team to accomplish their goals. Having a
strong sense of purpose enables managers to evoke confidence and motivate their team, providing their
team with direction while inspiring, empowering and trusting them to do their jobs.

2. How do leaders influence others?

- Engineer managers are expected to maintain effective work forces. To be able to do so, they are required
to perform leadership roles. Leaders are said to be able to influence others because of the power they
possess. Power refers to the ability of a leader to exert force on another. Seek input on important
decisions that will affect them individually or the team as a whole. Involve employees early on when
proposing or implementing changes. Another way leaders increase their influence is through building
connections with others.

3. What is meant by referent power? Give an example of a person with referent power.
- when a person can get compliance from another because the latter would want to identified with the
former, that person is said to have referent power. Referent power is power of an individual over the Team
or Followers, based on a high level of identification with, admiration of, or respect for the power holder/
leader. Nationalism, patriotism, celebrities, mass leaders and widely-respected people are examples of
referent power in effect.

4. Why is it important for a leader to have " the desire to lead "? What happens if she said
desire is not present?
- There are some persons who have all the qualifications for leadership, yet they could not become leaders
because they lack one special requirement: the desire to lead. Even if they are force to act as leaders, they
will not be effective because their efforts will be half-hearted. Leaders with a desire to lead will always
have a reservoir of extra efforts which can be used whenever needed.
5. What is meant by "Charisma"? Is it a necessary ingredient for leadership?
- When a person has sufficient personal magnetism that leads people to follow his directives. This person is
said to have charisma. Great personality in history like napoleon Bonaparte, Julius Caesar, Adolf Hitler,
George Washington, Elvis Presley and others are said to possess charisma. The characteristic was greatly
responsible for whatever accomplishments they achieved. When used properly, charisma will help the
leader in achieving his goals. With some adjustments, sub- ordinates may be expected to do their tasks
willingly.

6. What is meant by "human skills"? How may these skills help the leader?
- These skills refers to the ability of a leader to deal with people, both inside and outside organization.
Good leaders must know how to get along with people, motivate them, and inspire them. Human skills are
the most needed by middle managers. They must share information and ideas up, down, and across the
organization in order to achieve their aims. They also use conceptual skills to set and adjust goals to
facilitate strategic objectives.

7. How is positive leadership different from negative leadership?

- Negative leaders attack the person and focus on the past. Positive leaders attack the problem and focus
on the future. “Leaders should identify why the under-performing employee has not delivered and coach
the person to solve the problem and achieve success,” he says. An employee made an excuse for missing a
goal.

8. What are free-rein leaders? When is free-rein leadership appropriate?

- leaders who set objectives and allow employees or subordinates relative freedom to do whatever it takes
to accomplish these objectives, are called free-rein leaders. Free rein style of leadership may be
appropriate when the subordinates are well trained, highly knowledgeable, self-motivated and ready to
assume responsibility.

9. When the situation does not fit the leader, what options does management have?
- When the situation does not fit the leader, what options does management have? Change the leaders
trait or behaviors, select leaders who have traits or behaviors fitting the situation, move leaders around in
the organization until they are in positions that fit them, change the situation.
10. What leadership styles may be used by path-goal proponents?
- By using the path-goal model, it is assumed that effective leaders can enhance subordinate motivation by:

1. Clarifying the subordinate's perception of work goals.

2. Linking meaningful rewards with goal attainment

3. Explaining how goals and desired rewards can be achieved.

The original Path-Goal theory identifies achievement-oriented, directive, participative, and supportive
leader behaviors rooted in four (4 styles)
KENT LAWRENCE M. LORDAN ENGINEERING MANAGEMENT

BSCE III BLOCK 1 DATE SUBMITTED: 10/14/20 (9:00 pm)

Reaction Paper No. 8

Case 8. BUENAVISTA ELECTRIC COOPERATIVE: INC.,: Masquerade (Reaction Paper)

Problem: - No reduction in the price of electricity could be extended to

Buenavista Electrical Cooperative, Inc. (BECI)’s customers
The system loss increased by 1%
No improvement in the requisition of supplies and materials
New set of employees do not report regularly for work
Amount of uncollected accounts increased from P3.8 million to P4.2
million

-Engr. Pascua should evaluate and determine the issues regarding the
employees’ lack of motivation in reporting for work. He should also
build a better relation or be more hands-on with his employees’ form
of work and from this he could also gain respect from his subordinates.
Engr. Pascua could also personally train or share with his employees’,
his experience or the things he has learned regarding their line of
work. He could also organize a new structure regarding the employees’
tasks to determine if they are fit to perform their specified task. He
should also inspire his employees to have them perform better. Engr.
Pascua must also discuss with his employees the objectives and goals
that will benefit both his employees and the company. One of the
important aspects is inviting his employees and letting them share
what they think about decisions, policies or added regulations
regarding the company. This will generate more and better ideas for
the company and can also help them to participate and be more
supportive of the company’s decision. Engr. Pascua should also
consider the employees’ reaction to the new policies and decisions
that pertains to the company.
 RESEARCH WORK

Financial and Non-Financial benefits of employees

Incentives

The incentive is a positive motivational influence on a person that helps improve his performance. Thus, it
can be said that all the measures taken by the management to improve the performance of its employees
are incentives. The incentives can be broadly classified as financial incentives and non-financial incentives.

Financial Incentives
-In today’s socio-economic condition money has become a very important part of our lives. We need
money to satisfy almost all our needs as it has purchasing power. Thus, financial incentives refer to those
incentives which are in direct monetary form i.e. money or can be measured in monetary terms.
Financial incentives can be provided on an individual or group basis and satisfy the monetary and future
security needs of individuals. The most commonly used financial incentives are:

(a) Pay and Allowances

Salary is the basic incentive for every employee to work efficiently for an organization. Salary includes
basic pay, dearness allowance, house rent allowance, and similar other allowances. Under the salary
system, employees are given increments in basic pay every year and also an increase in their allowances
from time-to-time. Sometimes these increments are based on the performance of the employee during
the year.

(b) Bonus

It is a sum of money offered to an employee over and above the salary or wages as a reward for his good
performance.

(c) Productivity linked Wage Incentives

Many wage incentives are linked with the increase in productivity at individual or group level. For example,
a worker is paid 50 rupees per piece if he produces 50 pieces a day but if he produces more than 50 pieces
a day, he is paid 5 rupees extra per piece. Thus, on the 51st piece, he will be paid 55 rupees.

(d) Profit-Sharing

Sometimes the employees are given a share in the profits of the organization. This motivates them to
perform efficiently and give their best to increase the profits of the organization.
(e) Retirement Benefits

Retirement benefits like gratuity, pension, provident fund, leave encashment, etc. provide financial
security to the employees post their retirement. Thus, they work properly when they are in service.

(f) Stock Options or Co-partnership

Under the Employees Stock Option Plan, the employee is offered the ordinary shares of the company at a
price lower than its market price for a specified period of time. These are non-standardized offers and
shares are issued as a private contract between the employer and employee. These are generally offered
to management as a part of their managerial compensation package.

(g) Commission

Some organizations offer a commission in addition to the salary to employees for fulfilling the targets
extremely well. This incentive encourages the employees to increase the client base of the organization.

(h) Perquisites

Several organizations offer perquisites and fringe benefits such as accommodation, car allowance, medical
facilities, education facilities, recreational facilities, etc. in addition to the salary and allowances to its
employees. These incentives also motivate the employees to work efficiently.

Non-Financial Incentives
Apart from the monetary and future security needs, an individual also has psychological, social and
emotional needs. Satisfying these needs also plays an important role in their motivation. Non-financial
incentives focus mainly on the fulfillment of these needs and thus cannot be measured in terms of money.

However, there are chances that a particular non-financial incentive may also involve the financial
incentive as well. For example, when a person is promoted his psychological needs are fulfilled as he gets
more authority, his status increases but at the same time, he has benefitted monetarily also as he gets a
rise in salary. The most common non-financial incentives are:

(a) Status

With reference to an organization, status refers to the position in the hierarchy of the organizational
chart. The level of authority, responsibility, recognition, salary, perks, etc. determines the status of an
employee in the organization.
(b) Organizational Climate

Organizational climate refers to the environmental characteristics of an organization that are perceived by
its employees about the organization and have a major influence on their behavior. Each organization has a
different organizational climate that distinguishes it from other organizations.

(c) Career Advancement Opportunity

It is very important for an organization to have an appropriate skill development program and a sound
promotion policy for its employees which works as a booster for them to perform well and get promoted.

(d) Job Enrichment

It refers to the designing of jobs in such a way that it involves a higher level of knowledge and skill, a variety
of work content, more autonomy and responsibility of employees, meaningful work experience and more
opportunities of growth. When the job is interesting, it itself serves as a source of motivation.

(e) Job Security

Job security provides future stability and a sense of security among the employees. The employees are not
worried about the future and thus work with more enthusiasm. Owing to the unemployment problem in
our country, job security works as a great incentive for the employees. However, there is also a negative
aspect of this incentive that employees tend to take their job for granted and not work efficiently.

(f) Employee Recognition Programmes

Recognition means acknowledgment and appreciation of work done by employees. Recognition in the
organization boosts their self-esteem and they feel motivated. For example, declaring the best performer of
the week or month, displaying their names on the notice board and giving them rewards, fall under the
Employee recognition program.

(g) Employee Participation

Involving the employees in decision making regarding the issues related to them such as canteen
committees, work committees, etc. also helps in motivating them and inducing a sense of belongingness in
them.

(h) Employee Empowerment

Giving more autonomy and powers to subordinates also make them feel that they are important to the
organization and in turn they serve the organization better.